True entrepreneurs are typically regarded as independent spirits or mavericks — visionaries who charge full-bore towards a vision, creating something from nothing (often on a shoe-string, sans "safety net"), defying risk, exploring, testing, adapting, trying and inventing new ways of operating, thinking or being. To push the limits of experience, exploration, and creativity, and to see "failure" as just another experiment on the way to more experience, are a few of the character traits of the true entrepreneur.

What organization couldn’t benefit from this dynamism? An infusion of fresh ideas, healthy dialogue and debate, and highly creative employees are among the first signs that an independent spirit is alive and well in a company. But while this sounds rational, not all leaders, employees, or company cultures welcome — at least in action — these demonstrations of true independence.

The personnel needs of an established, non-entrepreneurial organization — particularly one that is very large and bureaucratic — are, after all, quite different from a scrappy start-up or perpetually entrepreneurial group. The cultures differ, as do the goals, so it makes sense that the types of individuals that would flourish in each would be of a different personality.

The full text of this article highlights:

** What do we mean by 'independent (entrepreneurial) spirit'?

** What are the merits of 'entrepreneurial' or independent spirit in organizations?

** Dialogue-starters for value-alignment and conscious action (includes seven "Ask yourself" questions, and offers a tip related to each question).

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